TORONTO, Feb. 3, 2014 /PRNewswire/ - Dominion Diamond Corporation (TSX:DDC,
NYSE:DDC) (the "Company") is pleased to release an updated life-of-mine
plan for each of the Ekati and Diavik Diamond Mines, including current
estimates for anticipated annual production by pipe, with associated
operating costs and capital costs.

Highlights:

Both mines are performing well; Diavik as an all underground mine and
Ekati as a combination open pit-underground mine.

The operating cost forecasts in the updated Diavik mine plan demonstrate
substantial savings compared with the previously published mine plan
(2012), whilst mining and processing an increased amount of ore.

The new Ekati Mine Plan includes the first detailed production forecast
based on reserves only to the Dominion Diamond fiscal year end (January
31st) with production currently forecast to run through to fiscal 2020.

The synergies, cost savings and efficiencies brought about by the
integration of the Ekati and Diavik sales and sorting processes and
resources are already demonstrating benefits.

Unless otherwise specified, all financial information is presented in
Canadian dollars, on a 100% basis, and references to years are to
calendar years unless otherwise stated. The Company has an 80% interest
in the Ekati Diamond Mine as well as a 58.8% interest in the
surrounding areas, and a 40% interest in the Diavik Diamond Mine.

About Dominion Diamond Corporation

Dominion Diamond Corporation is a Canadian diamond mining company with
ownership interests in two of the world's highest rock value diamond
mines. Both mines are located in the low political risk environment of
the Northwest Territories of Canada. The Company is the fourth largest
diamond producer by value globally and the largest diamond mining
company by market capitalization, listed on the Toronto and New York
Stock Exchanges.

The Company operates the Ekati Diamond Mine through its 80% ownership as
well as a 58.8% ownership in the surrounding areas containing
additional resources. It also sells diamonds from its 40% ownership in
the Diavik Diamond Mine.

Information included herein that is not current or historical factual
information, including information about estimated mine life and other
plans regarding mining activities at the Ekati Diamond Mine and Diavik
Diamond Mine, estimated reserves and resources at, and production from,
the Ekati Diamond Mine and Diavik Diamond Mine, projected capital and
operating costs, and future diamond prices, constitute forward-looking
information or statements within the meaning of applicable securities
laws. Forward-looking information can generally be identified by the
use of terms such as "may", "will", "should", "could", "expect",
"plan", "anticipate", "foresee", "appears", "believe", "intend",
"estimate", "predict", "potential", "continue", "objective", "modeled",
"hope", "forecast" or other similar expressions concerning matters that
are not historical facts. Forward-looking information is based on
certain factors and assumptions including, among other things, mining,
production, construction and exploration activities at the Company's
mineral properties; mining methods; currency exchange rates; required
operating and capital costs; labour and fuel costs; world and US
economic conditions; future diamond prices; and the level of worldwide
diamond production. While the Company considers these assumptions to be
reasonable based on the information currently available to it, they may
prove to be incorrect. Forward-looking information is subject to
certain factors, including risks and uncertainties which could cause
actual results to differ materially from what the Company currently
expects. These factors include, among other things, the uncertain
nature of mining activities, including risks associated with
underground construction and mining operations, risks associated with
joint venture operations, including risks associated with the inability
to control the timing and scope of future capital expenditures, the
risk that the operator of the Diavik Diamond Mine may make changes to
the mine plan and other risks arising because of the nature of joint
venture activities, risks associated with the remote location of and
harsh climate at the Company's mineral property sites, risks resulting
from the Eurozone financial crisis, risks associated with regulatory
requirements, the risk of fluctuations in diamond prices and changes in
US and world economic conditions, the risk of fluctuations in the
Canadian/US dollar exchange rate and cash flow and liquidity risks.
Actual results may vary from the forward-looking information. Readers
are cautioned not to place undue importance on forward-looking
information, which speaks only as of the date of this disclosure, and
should not rely upon this information as of any other date. Due to
assumptions, risks and uncertainties, including the assumptions, risks
and uncertainties identified above and elsewhere in this disclosure,
actual events may differ materially from current expectations. The
Company uses forward-looking statements because it believes such
statements provide useful information with respect to the currently
expected future operations and financial performance of the Company,
and cautions readers that the information may not be appropriate for
other purposes. While the Company may elect to, it is under no
obligation and does not undertake to, update or revise any
forward-looking information, whether as a result of new information,
future events or otherwise at any particular time, except as required
by law. Additional information concerning factors that may cause actual
results to materially differ from those in such forward-looking
statements is contained in the Company's filings with Canadian and
United States securities regulatory authorities and can be found at www.sedar.com and www.sec.gov, respectively.

2014 Mine Plan for Ekati and Diavik Diamond Mines

Introduction

Dominion Diamond Corporation (the "Company") is a Canadian diamond
mining company with ownership interests in two of the world's highest
rock value diamond mines.The Company supplies rough diamonds to the global market from its
controlling interest in the Ekati Diamond Mine, and its 40% ownership
interest in the Diavik Diamond Mine, both located approximately 300 km
northeast of Yellowknife in the Canada'sNorthwest Territories.

The Diavik Diamond Mine is an unincorporated joint arrangement (the
"Diavik Joint Venture") between Diavik Diamond Mines (2012) Inc.
("DDMI") (60%) and Dominion Diamond Diavik Limited Partnership
("DDDLP") (40%) where DDDLP holds an undivided 40% ownership interest
in the assets, liabilities and expenses of the Diavik Diamond Mine.
DDMI is the operator of the Diavik Diamond Mine. DDMI and DDDLP are
headquartered in Yellowknife, Canada. DDMI is a wholly owned subsidiary
of Rio Tinto plc ("Rio Tinto") of London, England.

The Ekati Diamond Mine was acquired by the Company from BHP Billiton on
April 10, 2013. The Ekati Diamond Mine consists of the Core Zone, which
includes the current operating mine and other permitted kimberlite
pipes, as well as the Buffer Zone, an adjacent area hosting kimberlite
pipes having both development and exploration potential. The Core Zone
Joint Venture is held 80% by the Company and 10% each by Dr. Charles
Fipke and Dr. Stewart Blusson. It encompasses 176 mining leases,
totalling 173,024 ha, and hosts 111 known kimberlite occurrences
including the Koala, Koala North, Fox, Misery, Pigeon, and Sable
kimberlite pipes. The Buffer Joint Venture is held 58.8% by the
Company, 10% by Dr. Charles Fipke, and 31.2% by Archon Minerals Ltd. It
contains 106 mining leases covering 89,151.6 ha, and hosts 39 known
kimberlite occurrences including the Jay and Lynx kimberlite pipes.
Dominion Diamond Ekati Corporation, a wholly-owned subsidiary of the
Company, is the operator of the Ekati Diamond Mine.

Given that each mine has different ownership structures, operators, and
operational year ends, the mine plans are each presented separately, on
a 100% basis. Other economic factors that are directly related to the
Company, such as marketing costs, diamond prices, and private
royalties, are discussed separately at the end of this document. Unless
otherwise specified, all financial information is presented in Canadian
dollars, on a 100% basis, and references to years are to calendar
years.

Diavik Diamond Mine - Production

This updated plan is derived from DDMI's estimates, based on the current
reserve and resources as of December 31, 2012. The reserve and
resource information that is the basis for this plan was prepared by or
under the supervision of Calvin G. Yip, P. Eng., an employee of DDMI
and a Qualified Person within the meaning of National Instrument
43-101. All other scientific and technical information set out in this
updated plan was prepared by or under the supervision of Mats
Heimersson, P. Eng., an employee of the Company and a Qualified Person
within the meaning of National Instrument 43-101. With DDMI's support,
the Company is preparing an updated technical report on the mineral
resources and mineral reserves at the Diavik Diamond Mine. The Company
expects to file this technical report in the third quarter of calendar
2014.

The Diavik Diamond Mine has been in production since 2003. To December
31, 2013, the mine has produced approximately 84 million carats of
diamonds from the processing of approximately 22 million tonnes of
kimberlite and has transitioned from an open pit operation to a fully
underground mine.

Early planning of the underground mining at the Diavik Diamond Mine
identified a number of possible mining methods. Since September 2012,
Diavik has been an entirely underground operation. Presently Blast
Hole Stoping ("BHS") is employed in the A-154 North pipe with lower
cost Cemented Rock Fill ("CRF") being used rather than the more
expensive cemented paste that was originally planned. As a result of
the increasing understanding of the ground conditions as the
underground operations were developed, the optimal mining methodology
for the A-154 South pipe and the A-418 pipe resulted in the use of Sub
Level Retreat ("SLR"). This mine plan is based on the current mining
method, and this may change in the future as DDMI is continually
looking at improvements in mining methods, material handling, and cost
reduction in general.

Table 1 shows the planned mining tonnage for each ore body, and Table 2
the corresponding carat estimates. The data is shown on an annualised
basis starting in calendar 2013 and does not include rough diamond
stocks at the mine at the opening of the year. In addition, the plan
does not take into account any rough diamond inventory available for
sale that the Company currently holds. In 2013, Diavik processed an
additional 0.15 million tonnes of stockpiled ore that produced 0.44
million carats, and in 2014 Diavik plans to process 0.20 million tonnes
of stockpiled ore that is estimated to produce 0.54 million carats.

Table 1: Tonnage Mined - Diavik Diamond Mine (100% Basis)

Reserves (Tonnes Millions)

Year

A154S

A154N

A418

Total

2013

0.54

0.72

0.69

1.95

2014

0.42

0.70

0.79

1.91

2015

0.40

0.70

0.80

1.90

2016

0.31

0.77

0.86

1.94

2017

0.32

0.82

0.74

1.88

2018

0.31

0.67

0.69

1.67

2019

0.32

0.77

0.73

1.82

2020

0.09

0.76

0.60

1.45

2021

-

0.82

0.53

1.35

2022

-

0.87

0.48

1.35

2023

-

0.61

0.34

0.95

Total

2.71

8.22

7.25

18.18

Figures may not add up due to rounding.

Table 2: Carats from mined ore - Diavik Diamond Mine (100% Basis)

Reserves (Carat Millions)

Year

A154S

A154N

A418

Total

2013

2.41

1.50

2.48

6.39

2014

1.64

1.47

2.85

5.97

2015

1.40

1.46

3.22

6.08

2016

1.07

1.75

3.23

6.05

2017

1.15

1.92

2.89

5.96

2018

1.15

1.50

2.56

5.22

2019

1.20

1.67

2.54

5.42

2020

0.36

1.57

1.97

3.90

2021

-

1.68

1.59

3.27

2022

-

1.76

1.29

3.05

2023

-

1.19

0.95

2.14

Total

10.40

17.48

25.57

53.45

Figures may not add up due to rounding.

The current reserve base supports mining operations at Diavik up to
2023. In addition to the current reserves, there are 2.6 million tonnes
of inferred resources (in the aggregate) distributed amoung the lower
parts of each of A-154 South, A-418 and most significantly, A-154
North, that could potentially further expand operations. DDMI currently
expects to process this material as part of its mining operations as
they reach the lower levels of each pipe. However, inferred mineral
resources are considered too geologically speculative to have the
economic considerations applied to them that would enable them to be
categorized as mineral reserves, and there is no certainty that they
will be mined. They have therefore not been included in the above mine
plan. Mineral resources that are not mineral reserves do not have
demonstrated economic viability. The three pipes currently in
production also extend below the current inferred resource horizons
although additional economic ore may be limited in volume and might not
add longevity to the mine life. DDMI has an ongoing drilling and
sampling program intended to support the mining of the inferred
material and, potentially, beyond. In addition, if a decision is taken
to develop the A-21 pipe this would be additional ore at the end of the
life of the mine.

The Diavik processing plant has a potential capacity to process over 2
million tonnes a year. To supplement mined ore, Diavik plans to
continue processing old coarse ore rejects material ("COR"). The grade
of this material is variable but is generally high as shown by the
results from COR production from 2012 and 2013 contained in Table 3.
Based on these historical recovery rates, the tonnage of this material
which is planned to be processed during calendar 2014 would have
produced 0.6 million carats from COR. The remaining 60,000 tonnes of
target COR material that could be processed in later years is not
anticipated to be of the same high grade.

Improvements to the recovery process for small diamonds is expected to
result in a 3% increase in carat yield beyond the stated reserve and
resource grade. It should be noted that the average size of diamonds
recovered from COR material and the improvements in diamond recovery
are significantly below the run-of-mine from the main ore bodies, and
this is reflected in the modelled price per carat. The diamonds
recovered from COR and improved small diamond recovery are not
currently included in the Company's reserves and resource statement.

This mine plan does not include any production from the A-21 pipe. The
development of the A-21 pipe continues to be under review but no
decision has been made to develop this pipe at this time since the
identification of extensions to the existing pipes has decreased the
urgency to bring the pipe into the mine plan in the short term. As
with the other pipes at Diavik, A-21 is located below the water of Lac
de Gras. A pre-feasibility study proposes mining approximately 3.6
million tonnes of ore on an open pit basis, which is expected to yield
approximately 10 million carats. The Company estimates the quality of
the diamonds to be similar to those from A-154 South. DDMI continues to
refine the project with a focus on reducing capital costs. Mineral
resources that are not mineral reserves do not have demonstrated
economic viability.

Diavik Diamond Mine - Capital and Operating Costs

The initial capital to build the Diavik Diamond Mine was spent between
late 1999 and early 2003. Construction was completed on budget and
ahead of schedule. From 2004 to the end of 2012, capital expenditures
were for sustaining the operation and for carrying out planned mine
developments. Sustaining capital included scheduled processed
kimberlite containment dam raises, improvements to the processing
plant, planned additions to the mine equipment fleet, rotating
replacements of light vehicles, geology drilling, purchase of critical
spares, and general improvements across the operations. Mine
development capital included the A-418 dike, A-154 & A-418 underground
decline, the A-21 decline, underground test mining and bulk sampling of
kimberlite, a number of studies leading up to the present mine
development plan, and some pre-works construction for the new
developments and underground construction.

The capital, reclamation and operating costs for this latest
reserves-based plan are based on DDMI's estimates. Table 4 shows
currently estimated sustaining capital: with the completion of the
underground development in 2013, no further development capital is
required under this plan going forward. The costs shown include
estimated contingencies where applicable, but do not include any
escalation or risk contingency amounts for unforeseen events. In
addition to ongoing equipment replacements and general operational
upgrades, sustaining capital will include certain categories of ongoing
underground excavation to maintain mining advances to increasing
depths.

Table 4 also shows currently estimated operating costs based on DDMI's
operating experience, adjusted to present-day dollar terms. Given the
remote location of the Diavik Diamond Mine, a large portion of the
operating expenditure is relatively fixed, with the major cost items
being human resources and fuel (for both power and equipment). Not
shown in Table 4 are marketing costs or private royalties as these
factors are discussed separately at the end of this document.

Under this mine plan Diavik will cease mining operation in 2023. The
reclamation costs are estimated at $188 million based on a DDMI closure
cost model that is considered to be equal to or better than others used
in the industry. The majority of these closure costs are expected to
be spent in 2022 to 2025 although the full reclamation plan will only
be completed in 2030.

Ekati Diamond Mine - Production

This updated plan is derived from the Company's estimates, based on the
current reserve and resources as of December 31, 2012. The reserve and
resource information set out in this life-of-mine plan was prepared by
or under the supervision of Mats Heimersson, P. Eng., an employee of
the Company and a Qualified Person within the meaning of National
Instrument 43-101. For more information see the Company's Technical
Report regarding the Ekati Diamond Mine dated May 24, 2013, filed on
SEDAR. Following this winter's drilling program the Company will be
preparing an updated technical report on the mineral resources and
mineral reserves at the Ekati Diamond Mine. The Company expects to file
this technical report in the third quarter of calendar 2014.

This current mine plan assumes production from Fox, Misery, Pigeon and
Lynx open pits, and the Koala and Koala North underground operations.
Koala North is currently in production as a sub level retreat
underground operation and is scheduled to finish later this year.
Koala is currently in production as a sublevel / inclined cave
underground operation and is scheduled to finish in calendar 2019. Fox
is currently in operation as an open pit and is scheduled to finish in
calendar 2014. Stripping of waste material and satellite kimberlite is
in progress at Misery open pit with expected full year production from
the Misery Main Pipe in calendar 2016 and completion of mining in
calendar 2018. Stripping of waste material from Pigeon open pit is
scheduled to commence in calendar 2014 with mining of kimberlite
commencing in calendar 2015 and finishing in calendar 2019.

Table 5 shows the planned mining tonnage for each ore body. The data is
given on a full financial year basis from Fiscal 2015, with Fiscal 2014
representing the period since the Company's acquisition of Ekati on
April 10, 2013 to January 31, 2014. These figures do not include rough
diamond stocks held at the mine at the opening of each year, nor does
the model take into account any rough diamond inventory available for
sale that the Company currently holds.

In addition to probable reserves, this plan includes the development and
mining of the Lynx pipe that is currently an indicated resource. Also
as part of the mining of the Koala deposit a small portion of inferred
resources is extracted along with the reserves: this material is not
included in the mine plan estimates but will be processed along with
the reserve ore. Mineral resources that are not mineral reserves do
not have demonstrated economic viability.

Table 5: Tonnage Mined - Ekati Diamond Mine (100% Basis)

Reserves (Tonnes Millions)

Additional Resources

Fiscal Year

Fox

Misery

Pigeon

Koala North

Koala

Total

(Tonnes Millions)Lynx *

2014

3.50

-

-

0.33

0.40

4.23

2015

0.52

-

-

-

0.87

1.40

-

2016

-

0.02

0.83

-

1.03

1.88

-

2017

-

1.34

1.80

-

1.05

4.19

0.13

2018

-

1.67

0.18

-

0.98

2.82

0.96

2019

-

-

2.87

-

0.67

3.55

-

2020

-

-

1.60

-

0.44

2.04

-

Total

4.02

3.03

7.29

0.33

5.44

20.11

1.09

* Lynx is part of the Buffer Zone. All other deposits are part of the
Core Zone. Figures may not add up due to rounding.

Because of timing differences and blending choices the ore that is
planned to be processed each fiscal year differs, sometimes
significantly, from the ore mined in that fiscal year. Table 6 shows
the planned ore to be processed by fiscal year and source and Table 7
the corresponding estimated carats produced.

Table 6: Ore Processed - Ekati Diamond Mine (100% Basis)

Reserves Processed (Tonnes Millions)

Additional Resources

Fiscal Year

Fox

Misery

Pigeon

Koala North

Koala

Total

(Tonnes Millions) Lynx *

2014

2.42

-

-

0.31

0.40

3.13

-

2015

1.70

-

-

-

0.87

2.58

-

2016

-

0.02

0.41

-

1.03

1.46

-

2017

-

0.75

1.30

-

1.05

3.09

0.02

2018

-

0.87

0.99

-

0.98

2.84

0.87

2019

-

1.07

2.30

-

0.67

4.04

0.20

2020

-

0.33

2.28

-

0.44

3.05

-

Total

4.12

3.03

7.29

0.31

5.44

20.19

1.09

* Lynx is part of the Buffer Zone. All other deposits are part of the
Core Zone.Figures may not add up due to rounding.

Table 7: Carats Produced - Ekati Diamond Mine (100% Basis)

Reserves (Carat Millions)

Additional Resources

Fiscal Year

Fox

Misery

Pigeon

Koala North

Koala

Total

(Carat Millions) Lynx *

2014

0.72

-

-

0.20

0.30

1.22

-

2015

0.36

-

-

-

0.51

0.87

-

2016

-

0.07

0.16

-

0.48

0.71

-

2017

-

2.90

0.57

-

0.53

4.00

0.02

2018

-

3.67

0.41

-

0.57

4.65

0.69

2019

-

4.55

0.92

-

0.45

5.92

0.15

2020

-

1.39

1.09

-

0.27

2.75

-

Total

1.08

12.58

3.15

0.20

3.11

20.12

0.85

* Lynx is part of the Buffer Zone. All other deposits are part of the
Core Zone.Figures may not add up due to rounding.

The Ekati processing plant has the capacity to process up to
approximately 4.35 million tonnes a year. In addition to the tonnages
presented in Table 6, Ekati currently plans to process all remaining
available Koala North mined kimberlite in fiscal 2015, the majority of
which is 150,000 tonnes of inferred resources. More significantly,
Ekati currently plans to process the Misery South and Southwest
Extension kimberlite that is made available as the Misery reserves are
accessed. Additionally, coarse ore rejects (not currently classified
as resources) will be incrementally processed.

Table 8 shows the Misery satellite pipe material that is scheduled to be
excavated during the pre-stripping operations for Misery Main Pipe.
Estimates of tonnage and grade for the Misery satellite pipes have been
made based on bulk samples collected during exploration programs, and
confirmed by more recent production tests. The total tonnage range of
this material is estimated to be between 2.7 million tonnes and 4.5
million tonnes, and the satellite pipes grade is estimated to range
from 1.0 carats per tonne to 1.7 carats per tonne. In fiscal 2014,
approximately 340,000 carats were produced from processing 291,000
tonnes of Misery Satellite material. The diamonds that have been
recovered to date display similar characteristics to diamonds from the
Misery Main pipe. Dominion cautions that the potential quantity and
grade remains conceptual in nature as there has been insufficient
exploration and/or study to define this material as a Mineral Resources
and it is uncertain if additional exploration will result in the
exploration target being delineated as a mineral resource. Additional
drilling is being planned for mid- 2014 with the objective of gathering
sufficient data to promote this material to a mineral resource.

Coarse ore rejects have been stockpiled at Ekati since the start of
production in 1998 to present. Several production periods have been
identified during which high grade feed sources were blended through
the process plant using larger aperture de-grit screens (1.6 mm slot)
compared to the current 1.2 mm configuration. In addition, the re-crush
circuit was not utilised during these periods. The coarse ore rejects
from the production periods of interest are estimated at 3.5 milion
tonnes to 4.5 million tonnes. Based on stone size distributions and
recovered grade data, this material has an overall grade ranging from
0.2 to 0.6 carats per tonne. While the historic recoveries and
valuations may not necessarily be indicative of recoveries or
valuations within the current coarse ore rejects stockpiles, treatment
of this material represents an attractive opportunity to supplement
mill feed. A number of production test runs were successfully
completed last year and a full assessment of the results will be
finalised later this year. Dominion cautions that the potential
quantity and grade remains conceptual in nature as there has been
insufficient exploration and/or study to define this material as a
Mineral Resources and it is uncertain if additional exploration will
result in the exploration target being delineated as a mineral
resource.

Mineral resources that are not included in the current mine plan include
Jay, Sable and Fox deep. Jay is considered the most significant
prospect due its large size and high grade (36.2 million tonnes of
Indicated Mineral Resources at an average grade of 2.2 carats per
tonne, 1 mm slot screen cut-off) and represents upside potential for
the operation. An extensive drilling program is being conducted over
the winter period in support of a pre-feasibility study for Jay. The
program has also targeted the Cardinal pipe which is located
approximately 5 km southeast of the Jay pipe.

The Jay, Sable and Fox deep Mineral Resources represent future plant
feed upside potential, and some or all of this mineralization may be
able to be incorporated in the life-of-mine plan once sufficient
additional work has been undertaken to support estimation of
higher-confidence Mineral Resources and eventual conversion to Mineral
Reserves. There is also potential to treat low-grade stockpiles,
primarily derived from open pit mining at the Fox kimberlite, if the
grades in the stockpiles can be demonstrated to be economic.

Ekati - Capital and Operating Costs

The capital and operating costs for this latest plan are based on the
Company's estimates. The costs shown include estimated contingencies
where applicable, but do not include any escalation or risk contingency
amounts for unforeseen events. In addition to ongoing equipment
replacements and general operational upgrades, sustaining capital will
include certain categories of ongoing underground excavation to
maintain mining advances to increasing depths.

Table 9 shows currently estimated sustaining and mine development
capital, along with operating costs from Fiscal 2014 onward. These
capital costs include costs associated with the development of the
Misery and Pigeon pipes. The total current estimated capital cost of
developing the Misery pipe is $405 million, consisting largely of
mining costs to achieve ore release, and of which $201 million will be
spent by end of January 2014. The current estimated cost for
developing the Pigeon project is $85 million, and the Lynx project $30
million: both of these estimates include the construction of access
roads, and pre-stripping of waste material to prepare the pit for
production and contingency.

The estimated operating costs in Table 9 assumes that Ekati is running
at full capacity and is based on the Company's operating experience,
adjusted to present-day dollar terms. Given the remote location of the
Ekati Diamond Mine, a large portion of the operating expenditure is
fixed, with the major cost items being labour and fuel (for both power
and equipment). Not shown in Table 9 are marketing costs and private
royalties as these factors are discussed separately at the end of this
document.

Under this mine plan, Ekati will cease mining operation in Fiscal 2020.
The reclamation costs are estimated at $347 million based on Ekati's
closure cost model that includes all activities required by the
approved Interim Closure and Reclamation Plan. If the Jay and Cardinal
deposits are permitted and developed, the reclamation costs under the
current Mine Plan will be reduced further.

The Company sorts its rough diamonds from Ekati and Diavik in
Yellowknife, Canada and Toronto, Canada and Mumbai, India and then
distributes the resulting aggregated 'boxes' to its Belgian and Indian
subsidiaries for sale. The Company's current budget for marketing 100%
of the Ekati goods and 40% of the Diavik goods is approximately $20
million per annum.

Based on the Company's rough diamond sales during the fourth calendar
quarter of 2013 and the current diamond recovery profile of the Diavik
and Ekati processing plant, the Company has modeled the current
approximate rough diamond price per carat for each of the deposits
listed in Table 10 below.

Table 10: Modelled diamond prices by deposit

Deposit

Average Price perCarat $US

Diavik

A-154 South

$140

A-154 North

$180

A-418

$100

Coarse Ore Rejects

$50

Small Diamond Project

$50

Ekati

Koala

$375

Koala North

$420

Fox

$305

Pigeon

$195

Lynx

$225

Misery Main

$105

Misery South & South West

$90-110

Coarse Ore Rejects

$65-120

The Company is currently budgeting on the basis of a US$/C$ exchange
rate of 1.045, and in its own financial models assumes a real diamond
price growth rate of 2% per annum.

Both the Ekati Diamond Mine and the Diavik Diamond Mine pay royalties to
the Federal Government. For each mine the Federal Government royalty
payable is equal to the lesser of 13% of the value of the 'Output' of
the mine or an amount calculated based on a sliding scale of royalty
rates dependent upon the value of 'Output' of the mine, ranging from 5%
for value of output between $10,000 and $5 million to 14% for value of
output over $45 million.

In addition the Company pays three private royalties to third parties.
At Ekati, a royalty is payable on kimberlite production from the Misery
pipes such that C$18.76 per tonne mined and processed is payable on the
first 428,390 tonnes, and C$23.42 per tonne mined and processed is
payable on the next 544,000 tonnes. At Diavik, there are two private
royalties each paying 1% of the value of sales revenue.

Consumers increasingly expect their electronic "things" to be connected to smart phones, tablets and the Internet. When that thing happens to be a medical device, the risks and benefits of connectivity must be carefully weighed. Once the decision is made that connecting the device is beneficial, medical device manufacturers must design their products to maintain patient safety and prevent compromised personal health information in the face of cybersecurity threats.
In his session at @ThingsExpo...

"We're a cybersecurity firm that specializes in engineering security solutions both at the software and hardware level. Security cannot be an after-the-fact afterthought, which is what it's become," stated Richard Blech, Chief Executive Officer at Secure Channels, in this SYS-CON.tv interview at @ThingsExpo, held November 1-3, 2016, at the Santa Clara Convention Center in Santa Clara, CA.

In his session at 20th Cloud Expo, Mike Johnston, an infrastructure engineer at Supergiant.io, discussed how to use Kubernetes to set up a SaaS infrastructure for your business. Mike Johnston is an infrastructure engineer at Supergiant.io with over 12 years of experience designing, deploying, and maintaining server and workstation infrastructure at all scales. He has experience with brick and mortar data centers as well as cloud providers like Digital Ocean, Amazon Web Services, and Rackspace. H...

You know you need the cloud, but you’re hesitant to simply dump everything at Amazon since you know that not all workloads are suitable for cloud. You know that you want the kind of ease of use and scalability that you get with public cloud, but your applications are architected in a way that makes the public cloud a non-starter. You’re looking at private cloud solutions based on hyperconverged infrastructure, but you’re concerned with the limits inherent in those technologies.

SYS-CON Events announced today that Grape Up will exhibit at SYS-CON's 21st International Cloud Expo®, which will take place on Oct. 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA. Grape Up is a software company specializing in cloud native application development and professional services related to Cloud Foundry PaaS. With five expert teams that operate in various sectors of the market across the U.S. and Europe, Grape Up works with a variety of customers from emergi...

Detecting internal user threats in the Big Data eco-system is challenging and cumbersome. Many organizations monitor internal usage of the Big Data eco-system using a set of alerts. This is not a scalable process given the increase in the number of alerts with the accelerating growth in data volume and user base. Organizations are increasingly leveraging machine learning to monitor only those data elements that are sensitive and critical, autonomously establish monitoring policies, and to detect...

SYS-CON Events announced today that Massive Networks will exhibit at SYS-CON's 21st International Cloud Expo®, which will take place on Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA. Massive Networks mission is simple. To help your business operate seamlessly with fast, reliable, and secure internet and network solutions. Improve your customer's experience with outstanding connections to your cloud.

DevOps is under attack because developers don’t want to mess with infrastructure. They will happily own their code into production, but want to use platforms instead of raw automation. That’s changing the landscape that we understand as DevOps with both architecture concepts (CloudNative) and process redefinition (SRE).
Rob Hirschfeld’s recent work in Kubernetes operations has led to the conclusion that containers and related platforms have changed the way we should be thinking about DevOps and...

SYS-CON Events announced today that SkyScale will exhibit at SYS-CON's 21st International Cloud Expo®, which will take place on Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA. SkyScale is a world-class provider of cloud-based, ultra-fast multi-GPU hardware platforms for lease to customers desiring the fastest performance available as a service anywhere in the world. SkyScale builds, configures, and manages dedicated systems strategically located in maximum-security...

The question before companies today is not whether to become intelligent, it’s a question of how and how fast. The key is to adopt and deploy an intelligent application strategy while simultaneously preparing to scale that intelligence.
In her session at 21st Cloud Expo, Sangeeta Chakraborty, Chief Customer Officer at Ayasdi, will provide a tactical framework to become a truly intelligent enterprise, including how to identify the right applications for AI, how to build a Center of Excellence to...

Everything run by electricity will eventually be connected to the Internet. Get ahead of the Internet of Things revolution and join Akvelon expert and IoT industry leader, Sergey Grebnov, in his session at @ThingsExpo, for an educational dive into the world of managing your home, workplace and all the devices they contain with the power of machine-based AI and intelligent Bot services for a completely streamlined experience.

Because IoT devices are deployed in mission-critical environments more than ever before, it’s increasingly imperative they be truly smart. IoT sensors simply stockpiling data isn’t useful. IoT must be artificially and naturally intelligent in order to provide more value
In his session at @ThingsExpo, John Crupi, Vice President and Engineering System Architect at Greenwave Systems, will discuss how IoT artificial intelligence (AI) can be carried out via edge analytics and machine learning techn...

FinTechs use the cloud to operate at the speed and scale of digital financial activity, but are often hindered by the complexity of managing security and compliance in the cloud. In his session at 20th Cloud Expo, Sesh Murthy, co-founder and CTO of Cloud Raxak, showed how proactive and automated cloud security enables FinTechs to leverage the cloud to achieve their business goals. Through business-driven cloud security, FinTechs can speed time-to-market, diminish risk and costs, maintain continu...

With tough new regulations coming to Europe on data privacy in May 2018, Calligo will explain why in reality the effect is global and transforms how you consider critical data. EU GDPR fundamentally rewrites the rules for cloud, Big Data and IoT. In his session at 21st Cloud Expo, Adam Ryan, Vice President and General Manager EMEA at Calligo, will examine the regulations and provide insight on how it affects technology, challenges the established rules and will usher in new levels of diligence a...

Existing Big Data solutions are mainly focused on the discovery and analysis of data. The solutions are scalable and highly available but tedious when swapping in and swapping out occurs in disarray and thrashing takes place. The resolution for thrashing through machine learning algorithms and support nomenclature is through simple techniques. Organizations that have been collecting large customer data are increasingly seeing the need to use the data for swapping in and out and thrashing occurs ...

I recently had the opportunity to give a 10-minute keynote at DataWorks Summit 2017. I know what most of you are thinking: Schmarzo can barely introduce himself in 10 minutes! What sort of keynote could he give in just 10 minutes? And to be honest, I too struggled with what to say.
But after some brainstorming with my marketing experts (Jeff Abbott, Erin Banks, and Chris Hill), we came up with ...

In his session at 20th Cloud Expo, Mike Johnston, an infrastructure engineer at Supergiant.io, discussed how to use Kubernetes to set up a SaaS infrastructure for your business. Mike Johnston is an infrastructure engineer at Supergiant.io with over 12 years of experience designing, deploying, and maintaining server and workstation infrastructure at all scales. He has experience with brick and mort...

In preparation for General Data Protection Regulation (GDPR) compliance, a global 100 financial services organization embarked on a journey to assess its core information processing environments with the objective of identifying opportunities to strengthen its data privacy protection programs. This article focuses on the technology challenges, approach, and lessons learned for the centralized test...

Because IoT devices are deployed in mission-critical environments more than ever before, it’s increasingly imperative they be truly smart. IoT sensors simply stockpiling data isn’t useful. IoT must be artificially and naturally intelligent in order to provide more value
In his session at @ThingsExpo, John Crupi, Vice President and Engineering System Architect at Greenwave Systems, will discuss h...

Everything run by electricity will eventually be connected to the Internet. Get ahead of the Internet of Things revolution and join Akvelon expert and IoT industry leader, Sergey Grebnov, in his session at @ThingsExpo, for an educational dive into the world of managing your home, workplace and all the devices they contain with the power of machine-based AI and intelligent Bot services for a comple...

FinTechs use the cloud to operate at the speed and scale of digital financial activity, but are often hindered by the complexity of managing security and compliance in the cloud. In his session at 20th Cloud Expo, Sesh Murthy, co-founder and CTO of Cloud Raxak, showed how proactive and automated cloud security enables FinTechs to leverage the cloud to achieve their business goals. Through business...

We all probably remember the movie (“Jurassic Park”), even if we don’t remember this exact scene: Dr. Malcolm, played by Jeff Goldblum is explaining Chaos Theory to Dr. Ellie Sattler, played by Laura Dern.
Dr. Malcolm is explaining how random, seemingly negligible events can disrupt even the most carefully laid out plans.
Dr. Ian Malcolm: [after the T-Rex failed to appear for the tour group]. “Y...

Existing Big Data solutions are mainly focused on the discovery and analysis of data. The solutions are scalable and highly available but tedious when swapping in and swapping out occurs in disarray and thrashing takes place. The resolution for thrashing through machine learning algorithms and support nomenclature is through simple techniques. Organizations that have been collecting large customer...

Docker is sweeping across startups and enterprises alike, changing the way we build and ship applications. It's the most prominent and widely known software container platform, and it's particularly useful for eliminating common challenges when collaborating on code (like the "it works on my machine" phenomenon that most devs know all too well). With Docker, you can run and manage apps side-by-sid...

Increasingly, in a world of compressed times and distances, humans will be the inventors, designers and managers of digital systems and processes, rather than the operators. Operations will be measured in milliseconds, an inhumane speed where only the machines can deliver.
Professor Paul Virilio, a philosopher of speed, urbanist and cultural theorist, wrote at length about the impact of speed on...

As many know, the first generation of Cloud Management Platform (CMP) solutions were designed for managing virtual infrastructure (IaaS) and traditional applications. But that’s no longer enough to satisfy evolving and complex business requirements. In his session at 21st Cloud Expo, Scott Davis, Embotics CTO, will explore how next-generation CMPs ensure organizations can manage cloud-native and m...

When you focus on a journey from up-close, you look at your own technical and cultural history and how you changed it for the benefit of the customer. This was our starting point: too many integration issues, 13 SWP days and very long cycles. It was evident that in this fast-paced industry we could no longer afford this reality. We needed something that would take us beyond reducing the developmen...

"Suddenly a lot of companies started focusing on producing services in the cloud. I like to call it Cloud Native - everything is built for the cloud. The main concept there is to enable developers to work fast," explained Ben Bernstein, CEO & Co-Founder of Twistlock, in this SYS-CON.tv interview at 20th Cloud Expo, held June 6-8, 2017, at the Javits Center in New York City, NY.

These days, change is the only constant. In order to adapt and thrive in an ever-advancing and sometimes chaotic workforce, companies must leverage intelligent tools to streamline operations. While we're only at the dawn of machine intelligence, using a workflow manager will benefit your company in both the short and long term. Think: reduced errors, improved efficiency and more empowered employee...

Imagine a world where your Continuous Integration / Continuous Deployment environment is 100% automated, including the passing of credentials. Andrey started by stating what we all know - security needs to be at the forefront. Additionally, a message we heard over and over at the All Day DevOps conference is to automate where you can automate. That combination can be daunting and seemingly impossi...

In our first installment of this blog series, we went over the different types of applications migrated to the cloud and the benefits IT organizations hope to achieve by moving applications to the cloud.
Unfortunately, IT can’t just press a button or even whip up a few lines of code to move applications to the cloud. Like any strategic move by IT, a cloud migration requires advanced planning.

In 2016, artificial intelligence (AI) reached its climax. Research and advisory firm Tractica predicted that the annual worldwide AI revenue will grow from $643.7 million in 2016 to $38.8 billion by 2025. The revenue for enterprise AI applications will increase from $358 million in 2016 to $31.2 billion by 2025, representing a compound annual growth rate (CAGR) of 64.3%. Thus, IT and business deci...

The renowned military strategist John Boyd taught that people and institutions collect favorite philosophies, strategies, theories and ideologies over a period of time, and then try to align the future to fit them. The problem with this is the future is rarely like the past, and trying to fit new data into old paradigms often forces us to perform irrational mental gymnastics, which leaves us fart...

Digital technology innovations and advancements, and our adoption of them, have changed us. We are different consumers, employers and employees. Our expectations have increased. We have become mobile, impatient and demanding. We are global. We demand immediate, accurate and real-time responses. We use our technology not just for reading historic events and news, but also for predicting our f...

Docker is on a roll. In the last few years, this container management service has become immensely popular in development, especially given the great fit with agile-based projects and continuous delivery. In this article, I want to take a brief look at how you can use Docker to accelerate and streamline the software development lifecycle (SDLC) process.

Cloud computing budgets worldwide are reaching into the hundreds of billions of dollars, and no organization can survive long without some sort of cloud migration strategy. Each month brings new announcements, use cases, and success stories.